© 2015 UC San Diego Extension EXPLORING CONTEMPORARY MANAGEMENT CHALLENGES: Developing Leaders UCSD EPSE and LAMP Student Research Assignment 2015; Combined Findings

© 2015 UC San Diego Extension OUTLINE The Assignment The Assignment Information Received Information Received Findings Findings

© 2015 UC San Diego Extension THE ASSIGNMENT Understand the challenge Understand the challenge Consider what different types of leadership and management knowledge and ability are needed?Consider what different types of leadership and management knowledge and ability are needed? Identify what factors contribute to these needs, and how they change (or their relative importance changes) as a company changes?Identify what factors contribute to these needs, and how they change (or their relative importance changes) as a company changes? Recommend what forms individual leadership and management development efforts may best take to address each of these needs?Recommend what forms individual leadership and management development efforts may best take to address each of these needs? How are the development needs of an individual employee best identified? How are the development needs of an individual employee best identified? How is development best implemented/integrated into the ongoing work of an employee? How is development best implemented/integrated into the ongoing work of an employee? How may an employee and their supervisor best evaluate the effectiveness of development efforts? How may an employee and their supervisor best evaluate the effectiveness of development efforts? Gather information (literature, survey, interviews) Gather information (literature, survey, interviews) Look for common themes Look for common themes Document findings, present best practices, give personal analysis and recommendations Document findings, present best practices, give personal analysis and recommendations

© 2015 UC San Diego Extension INFORMATION RECEIVED Six team reports Six team reports 63 researchers63 researchers 29 science and technology companies29 science and technology companies 111 interviews111 interviews 1,022 survey respondents1,022 survey respondents 115 literature citations115 literature citations Swift and professional effort in completing the project and producing coherent and useful reports (six to eight weeks) Swift and professional effort in completing the project and producing coherent and useful reports (six to eight weeks)

© 2015 UC San Diego Extension FINDINGS Wide variety from technical expertise, to business acumen, to soft skills, to process managementWide variety from technical expertise, to business acumen, to soft skills, to process management Selection of skills to develop is dependent on the evolution of the company, but also somewhat on the industry and the culture of the companySelection of skills to develop is dependent on the evolution of the company, but also somewhat on the industry and the culture of the company Development Needs Level 1 (Start Up) Level 2 (Growth) Level 3 (Stability) Level 4 (Rennovation) Communication, Creative adaptation (problem solving)XXXX Technical expertise, Drive and energyXX Working through and with others (delegation, emotional intelligence, customer-orientation) XX Organizing, planning, supervising, process- improvement, evaluating XX Strategizing, collaborating/influencing, re- innovating, acquiring/divesting/re-purposing X Relative Value as the Organization Matures

© 2015 UC San Diego Extension FINDINGS General agreement on: General agreement on: Encouraging the employee to take initiativeEncouraging the employee to take initiative Combining formal training with informal mentoring and challenging assignments works bestCombining formal training with informal mentoring and challenging assignments works best Development plans and frequently feedback as useful toolsDevelopment plans and frequently feedback as useful tools -but – Best practices for assessing, integrating, and evaluating leadership development are far from commonly appliedBest practices for assessing, integrating, and evaluating leadership development are far from commonly applied Less than half of individuals or organizations have formal processes to identify leadership needsLess than half of individuals or organizations have formal processes to identify leadership needs Less than half of individuals actively use performance reviews or individual development plans to build leadership abilitiesLess than half of individuals actively use performance reviews or individual development plans to build leadership abilities

© 2015 UC San Diego Extension Findings Insights Insights Leadership development must be part of the company culture and planningLeadership development must be part of the company culture and planning Much of the leadership training curriculum is valuable to all employees, and could be a catalyst for increased interest in leadership development.Much of the leadership training curriculum is valuable to all employees, and could be a catalyst for increased interest in leadership development. Persistent disconnect between management and employees exists:Persistent disconnect between management and employees exists: Identifying leadership goals and metrics Identifying leadership goals and metrics Providing leadership development opportunity Providing leadership development opportunity Development on company time or personal time Development on company time or personal time Talent development vs. acquisition ROI tradeoff Talent development vs. acquisition ROI tradeoff